Chapter 1

Preparing for Business

Getting in Shape to Start Up

Your abilities and interests are closely aligned to those needed by the business you have in mind. It
will also help you to check that a profitable market exists for your products or services.

You may well not have all the expertise you need to do everything yourself.

Zillions of agencies and advisers can fill in the gaps in your expertise.

Assessing your abilities

Nature,

Nurture,

Risk-taker,

Jack-of-all-trades,

Where to Start?

Discovering a real need

The easiest way to fill an endurable need is to tap into one or more of these

triggers:

Cost reduction and economy. Anything that saves customers money is

always an attractive proposition. Lastminute.com’s appeal is that it acts

as a ‘warehouse’ for unsold hotel rooms and airline tickets that you can

have at a heavy discount.

Fear and security. Products that protect customers from any danger,

however obscure, are enduringly appealing. In 1998, two months after

Long-Term Capital Management (LTCM), one of America’s largest hedge

funds, was rescued by the Federal Reserve at a cost of $2 billion, Ian and

Susan Jenkins launched the first issue of their magazine, EuroHedge. In

the aftermath of the collapse of LTCM, which nearly brought down the US

financial system single-handedly, there were 35 hedge funds in Europe,

about which little was known, and investors were rightly fearful for their

investments. EuroHedge provided information and protection to a nervous market and five years
after it was launched the Jenkins’s sold the

magazine for £16.5 million.

is always a winner. Competitors’ Companion, a magazine aimed at helping

anyone become a regular competition winner, was an immediate success. The proposition was
simple. Subscribe and you get your money

back if you don’t win a competition prize worth at least your subscription. The magazine provided
details of every competition being run that

week, details of how to enter, the factual answers to all the questions

and pointers on how to answer any tiebreakers. They also provided the

inspiration to ensure success with this sentence: You have to enter competitions in order to have a
chance of winning them.

Niche markets. Big markets are usually the habitat of big business –

encroach on their territory at your peril. New businesses thrive in markets that are too small to even
be an appetite wetter to established

Chapter 1: Preparing for Business 9

Book I

Where to

Start?

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 9

firms. These market niches are often easy prey to new entrants as they

have usually been neglected, ignored or ill-served in the past.

Differentiation. Consumers can be a pretty fickle bunch. Just dangle

something, faster, brighter or just plain newer and you can usually grab

their attention. Your difference doesn’t have to be profound or even

high-tech to capture a slice of the market. Book buyers rushed in droves

to Waterstones’ for no more profound a reason than that their doors

remained open in the evenings and on Sundays, when most other established bookshops were
firmly closed.

Checking the fit of the business

Having a great business idea and having the attributes and skills needed to

successfully start your own business are two of the three legs needed to

make your business stool balance. Without the third leg, though, your stool

isn’t stable at all. You need to be sure that the business you plan to start is

right for you.

the opportunity to meet new people; minimal paperwork; a chance to travel.

Then match those up with the proposition you are considering. (Chapter 3

talks more about finding a good business fit.)

Checking Viability

An idea, however exciting, unique, revolutionary, and necessary is not a business. It’s a great starting
point, and an essential one, but there is a good deal

more work to be done before you can sidle up to your boss and tell him or

her exactly what you think of them.

The following sections explore the steps you need to take so that you won’t

have to go back to your boss in six months and plead for your old job back

(and possibly eat a large piece of humble pie at the same time).

Researching the market

However passionate you are about your business idea, it is unlikely that you

already have the answers to all the important questions concerning your

market place. Before you can develop a successful business strategy, you

have to understand as much as possible about your market and the competitors you are likely to
face.

10 Book I: Where to Start?

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 10

The main way to get to understand new business areas, or areas that are new

to you at any rate, is to conduct market research. The purpose of that

research is to ensure that you have sufficient information on customers, competitors, and markets
so that your market entry strategy or expansion strategy is at least on the target, if not on the bull’s-
eye itself. In other words, you

need to explore whether enough people are attracted to buy what you want

to sell at a price that will give you a viable business. If you miss the target

altogether, which you could well do without research, you may not have the

necessary resources for a second shot.

The areas to research include:

Your customers: Who will buy more of your existing goods and services
and who will buy your new goods and services? How many such customers are there? What
particular customer needs will you meet?

Your competitors: Who will you be competing with in your

product/market areas? What are those firms’ strengths and weaknesses?

Your product or service: How should you tailor your product or service

to meet customer needs and to give you an edge in the market?

The price: What would be seen as giving value for money and so encourages both customer loyalty
and referral?

The advertising and promotional material: What newspapers, journals,

and so forth do your potential customers read and what Web sites do

they visit? Unglamorous as it is, analysing data on what messages actually influence people to buy,
rather than just to click, holds the key to

identifying where and how to promote your products and service.

Chapter 1: Preparing for Business 11

Book I

Where to

Start? Inflated numbers on the Internet

If you plan to advertise on an Internet site it

makes sense to check out the sites you’re considering. Be aware that some sites publish a fair

amount of gobbledygook about the high number

of ‘hits’ (often millions) the site scores. Millions of

hits doesn’t mean the site has millions of visitors.

Some Internet sites increase their hit rate by the

simple expedient of adding the number of pages

each viewer must download to view the page.

Another mildly meaningless measure of the

advertising value of a site is the notion of a ‘subscriber’. In Internet parlance anyone visiting a

Web site and passing over their e-mail address

becomes part of that company’s share price! It

is rather like suggesting that anyone passing a

shop and glancing in the window will turn into

hard cash tomorrow.

‘page impression’, which is a measure of how

many times an individual page has been viewed.

The Audit Bureau of Circulations, which started

its life measuring newspaper response, has

now turned its attention to auditing Web sites

(www.abce.org.uk).

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 11

Channels of distribution: How will you get to your customers and who

do you need to distribute your products or services? You may need to

use retailers, wholesalers, mail order, or the Internet. They all have different costs and if you use one
or more they all want a slice of the

margin.

Your location: Where do you need to be to reach your customers most

easily at minimum cost? Sometimes you don’t actually need to be anywhere near your market,
particularly if you anticipate most of your sales

will come from the Internet. If this is the case you need to have strategy

to make sure potential customers can find your Web site.

Try to spend your advertising money wisely. Nationwide advertisements or

blanketing the market with free disks may create huge short-term growth, but

there is little evidence that the clients won by indiscriminate blunderbuss

advertising works well. Certainly few people using such techniques made any

money.

Doing the numbers

Your big idea looks as though it has a market. You have evaluated your skills

and inclinations and you believe that you can run this business. The next crucial question is – will it
make you money?

It’s vital that you establish the financial viability of your idea before you

invest money in it or approach outsiders for backing. You need to carry out a

thorough appraisal of the business’s financial requirements. If the numbers

come out as unworkable you can then rethink your business proposition

without having lost anything. If the figures look good, then you can go ahead
and prepare cash flow projections, a profit and loss account and a balance

sheet, and put together the all-important business plan.

You need to establish for your business:

Day to day operating costs

How long it will take to reach break-even

How much start-up capital is needed

The likely sales volume

The profit level required for the business not just to survive, but also

to thrive

The retail price of your product or service

12 Book I: Where to Start?

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 12

Many businesses have difficulty raising start-up capital. To compound this,

one of the main reasons small businesses fail in the early stages is that too

much start-up capital is used to buy fixed assets. While some equipment is

clearly essential at the start, other purchases could be postponed. You may

be better off borrowing or hiring ‘desirable’ and labour-saving devices for a

specific period. This is obviously not as nice as having them to hand all the

time but remember that you have to maintain every photocopier, electronic

typewriter, word processor, micro-computer, and delivery van you buy and

they become part of your fixed costs. The higher your fixed costs, the longer

it usually takes to reach break-even point and profitability. And time is not

usually on the side of the small, new business: it has to become profitable relatively quickly or it will
simply run out of money and die.

Raising the money

Two fundamentally different types of money that a business can tap into are

debt and equity:

Debt is money borrowed, usually from a bank, and which you have to

repay. While you are making use of borrowed money you also have to

pay interest on the loan.

Equity is the money put in by shareholders, including the proprietor, and

give the shareholders their money back, but they do expect the directors to increase the value of
their shares, and if you go public they will

probably expect a stream of dividends too.

If you do not meet the shareholders’ expectations, they will not be there

when you need more money – or, if they are powerful enough, they will

take steps to change the board.

Alternative financing methods include raising money from family and friends,

applying for grants and awards, and entering business competitions.

Check out Book II for a review of all these sources of financing.

Writing up the business plan

A business plan is a selling document that conveys the excitement and promise

of your business to potential backers and stakeholders. These potential backers could include
bankers, venture capital firms, family, friends, and others

Chapter 1: Preparing for Business 13

Book I

Where to

Start?

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 13

who could help you get your business launched if they only knew what you

want to do.

Getting money is expensive, time-consuming, and hard work. Having said

that, it is possible to get a quick decision. One recent start-up succeeded in

raising £3 million in eight days, the founder having turned down an earlier

offer of £1 million made just 40 minutes after his business plan was presented. Your business plan
should cover what you expect to achieve over the

next three years.

Most business plans are dull, badly written, and frequently read only by the

most junior of people in the financing organisations they’re presented to. One

venture capital firm in the US went on record to say that in one year they

received 25,000 business plans asking for finance and invested in only 40.

Follow these tips to make your business plan stand out from the crowd:
Hit them with the benefits: You need to spell out exactly what it is you

do, for whom, and why that matters. One such statement that has the

ring of practical authority about it is: ‘Our Web site makes ordering gardening products simple. It
saves the average customer two hours a week

browsing catalogues and £250 a year through discounts, not otherwise

available from garden centres. We have surveyed 200 home gardeners,

who rate efficient purchasing as a key priority.’

Make your projections believable: Sales projections always look like a

hockey stick: a straight line curving rapidly upwards towards the end.

You have to explain exactly what drives growth, how you capture sales,

and what the link between activity and results is. The profit margins will

be key numbers in your projections, alongside sales forecasts. These

will be probed hard, so show the build-up in detail.

Say how big the market is: Financiers feel safer backing people in big

markets. Capturing a fraction of a percentage of a massive market may

be hard to achieve – but if you get it at least it’s worth it. Going for 10

per cent of a market measured in millions rather than billions may come

to the same number, but it won’t be as interesting.

Introduce you and your team: You need to sound like winners with a

track record of great accomplishments.

Include non-executive directors: Sometimes a heavyweight outsider

can lend extra credibility to a business proposition. If you know or have

access to someone with a successful track record in your area of business who has time on their
hands, you could invite them to help. If you

plan to trade as a limited company you could ask them to be a director,

without specific executive responsibilities beyond being on hand to offer

their advice. But they need to have relevant experience or be able to

open doors and do deals.

14 Book I: Where to Start?

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 14

Provide financial forecasts: You need projected cash flows, profit and

loss accounts, and balance sheets for at least three years out. No-one
believes them after Year One, but the thinking behind them is what’s

important.

Demonstrate the product or service: Financiers need to see what the

customer is going to get. A mock-up will do or, failing that, a picture or

diagram. For a service, show how customers will gain from using it. That

can help with improved production scheduling and so reduce stock

holding.

Spell out the benefits to your potential investor: Tell them that their

money will be paid back within ‘x’ years, even on your most cautious

projections. Or if you are speaking with an equity investor, tell them

what return they will get on their investment when you sell the business

on in three or five years time.

Going for Growth

Growth is as natural a feature of business life as it is of biological life. People,

animals, and plants all grow to a set size range and then stop. A few very

small and very large specimens come to fruition, but the vast majority fit

within a fairly narrow size band.

Businesses follow a similar formula: most successful new businesses, those

that survive that is, reach a plateau within five to seven years.

Gaining economies of scale

Once a business starts to grow, the overhead costs are spread over a wider

base. You can buy materials and services in larger quantities, which usually

means better terms and lower costs. The combination of these factors generally leads to a higher
profit margin, which in turn provides funds to improve

the business, which, in turn can lead to even lower costs. This virtuous circle,

as it is known, can make a growing firm more cost competitive than one that

is cautiously marking time.

Securing a competitive advantage

A new business can steal a march on its competitors by doing something

vital that established businesses cannot easily imitate. For example a new

Chapter 1: Preparing for Business 15

Where to

Start?

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 15

hairdressing shop can locate where customers are, whilst an existing shop

has to content itself with its current location, at least until its lease expires.

A growing firm can gain advantages over its slower competitors. For example,

launching new products or services gives a firm more goods to sell to its

existing customer base. This puts smaller competitors at a disadvantage

because they are perceived as having less to offer than the existing supplier.

This type of growth strategy can, if coupled with high quality standards, lead

to improved customer retention and this too can lead to higher profits – a

further push on the momentum of the virtuous circle.

Retaining key staff

The surest way to ensure a business fails is to have a constant churn of

employees coming and going. Valuable time and money has to be invested in

every new employee before they become productive, so the more staff you

lose the more growth you sacrifice.

Most employers believe that their staff work for money and their key staff

work for more money. The facts don’t really support this hypothesis. All the

evidence is that employees want to have an interesting job and be recognised

and praised for their achievements. In Book VI you will see how to get the

best out of your staff.

By growing the business you can let key managers realise their potential. In a

bigger business your staff can be trained and promoted, moving up the

ladder into more challenging jobs, with higher salaries earned on merit,

whilst staying with you, rather than leaving for pastures new. And if employees are good at their
jobs, the longer they stay with you the more valuable

they become. You save time and money on the recruitment merry-go-round

and you don’t have to finance new managers’ mistakes whilst they learn how

to work in your business.

Bigger isn’t always better, but a growing business will have a greater presence in its market, and
that’s rarely a bad strategy. Large businesses are also

more stable, tending to survive better in turbulent times. Bigger businesses

can and do sometimes go bust, but smaller ‘doing nicely’ small businesses

are far more likely to go bump.

16 Book I: Where to Start?

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 16

A small company often relies on a handful of customers and just one or two

products or services for most or all of its profits. If its main product or service comes under
competitive pressure, or if a principal customer goes bust,

changes supplier, or simply spreads orders around more thinly, then that

company is in trouble. Breaking out of the 80/20 cycle, in which 80 per cent of

the business comes from just 20 per cent of customers, by expanding the

number of customers is a sensible way to make your business safer and more

predictable.

One-product businesses are the natural medium of the inventor, but they are

extremely vulnerable to competition, changes in fashion, and technological

obsolescence. Having only one product can limit the growth potential of the

enterprise. A question mark must inevitably hang over such ventures until

they can broaden out their product base. Adding successful new products or

services helps a business to grow and become a safer and more secure venture. This process is much
like buying a unit trust rather than investing in a

couple of shares. The individual shares are inevitably more volatile, whilst

the spread over dozens of shares smoothes the growth path, and reduces the

chances of disaster significantly.

Chapter 1: Preparing for Business 17

Book I

Where to

Start?

05_516485 bk01ch01.qxp 8/14/07 10:51 AM Page 17

18 Book I: Where to Start?